Pemateri: Kanaidi, SE., M.Si HP. 0812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267735 WA. : 0812 2353 284 Pin BB : 79D6107F e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com

1. The Role of Culture in a
Successful Knowledge
By : Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com HP.08122353284

2. The Role of Culture
• Knowledge management hinges on developing a
system of shared values and norms, and a
management style that seeks employees'
knowledge.
• Management style is based on a shared culture,
trust rather than hierarchical command and
control, and respect for the knowledge of the
workers.
• Receive guidelines for embarking on the complex
process of assessing your culture and changing it to
fit with successful knowledge management.

3. The Organizational Culture

4. The Organization Culture for KM
• Culture is composed of three building blocks: beliefs,
values, and behavioral norms.
• Values hold a central position in organizational culture.
They reflect the person's or the organization's sets of
beliefs and assumptions about the external and
internal environment.
• They also serve as the basis of the norms that underlie
behavior. These norms, and many of the behaviors
associated with them, reflect the organization's values.
• This is why it is so important to address values in
managing knowledge—they relate to both norms and
beliefs. They reflect backward, since changing values
can change beliefs, and forward, by affecting norms of
behavior.

5. The Moral Aspects of Organizational
Culture
• The moral foundations of the organization
underlie and must be established before the
specific values related to KM.
• We believe that it is important for the values that
form the basis of an organization's culture to
appeal to workers' moral dimensions.
• This moral element can recruit their
commitment by fostering their identification
with the organization's goals. It is therefore an
important ingredient for knowledge culture.

6. • We usually think of values as belonging to a
higher moral realm, as is the case with values
of honesty, equality, and fairness.
• However, in the organizational context,
maximizing profit and crushing competition
can be defined as organizational values.
• In fact, sometimes these two types of values
contradict, which may make it difficult to
articulate a coherent organizational culture.
The Moral Aspects . . . .

7. The Practical Aspects of the Right
Organizational Culture
There is a saying among management consultants about
the differing interactions between managers and workers
in the United States and Israel. It's anonymous, and goes
something like this:
• In the United States, when a manager just makes a
suggestion, his workers consider it a decision;
• In Israel, when a manager makes a decision, his
workers consider it just as a suggestion ...
This joke, stereotyping both cultures, demonstrates the
dilemmas in defining and implementing the right
organizational culture that are discussed in the following
section.

8. Does Your Management Style Seek
an Employee's Knowledge?
• The culture must be based on trust rather
than hierarchical command and control.
• Pat Sullivan's book, dedicates a section to the
relation between management style and
willingness of employees to innovate, create,
and share knowledge.

9. • Authoritarian and hierarchical management
style is undesirable for any KM culture.
• Employees will obey orders (grudgingly) and
will not contribute their own knowledge.
• As the style becomes
more and more
open, employees
take more
responsibility,
creating and
innovating new
knowledge.

10. Do You Encourage
Knowledge Sharing?
• The willingness to share one's knowledge is
obviously a necessary condition for successful
KM. But why would employees not keep
information to themselves about what they
do?
• The answer has many implications, as we
detail in the following example about BP
Amoco….

11. EXAMPLE: The Knowledge-sharing
Culture at BP AMOCO
• A leading example of a positive knowledge-sharing
culture is BP Amoco, an energy company with over
100,000 employees.
• It is a company that successfully instilled a knowledge-
sharing culture, one that helped it to survive two
mergers in recent years.
• [Please note: At the time of this writing, the disaster
from the April 2010 oil crisis in the Gulf of Mexico was
just beginning, so while we know this company is now
facing major issues, this example is still a positive one
specifically regarding the opportunities a knowledge-
sharing culture can bring to its employees.]

12. Any question?
Kanaidi, SE., M.Si., cSAP
Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
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Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
12
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kanaidi@yahoo.com atau
kanaidi963@gmail.com
Telp : 022-2005972
Fax : 022-4267735 HP. 0812 2353 284
Pin BBm : 79D6107F 087822984716
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